Is one of your newly promoted sales managers floundering? If they are complaining that their reps aren’t delivering, the root of the problem may be with you.
People love to follow leaders who know where they are going and who care about their followers. Even those who consider themselves to be leaders are usually willing to follow others who seem focused and collaborative.
Are your sales reps whining that they don’t have enough autonomy? Maybe they’re telling you, as Lee Salz wrote about a while back, that they can take care of business on their own.
To be an effective leader, you need to know the difference between managing and coaching. Outwardly, the roles appear to be similar, but in practice, they are drastically different.
If you want to do your company a favor, start interviewing people who are more talented than you. “Hire people that might be a threat to you because it will raise everybody’s game.”
Do you have any rock stars on your team? If you’re like many managers, you may be over-relying on these employees.
They’re ambitious, highly educated and want to participate as individual contributors at work. Does this description sound familiar?
Do you have skilled sales reps on your team who aren’t making their numbers? The root of this problem is often a lack of motivation.
Carter Cast has uncovered the key reasons that good people – talented, motivated, got-game people – run into trouble when they move from contributing to managerial roles. This is fascinating research, especially in the context of a sales organization where so many great reps fail to make the leap to successful managers.
We all know it’s expensive and difficult to replace an existing employee. You may be able to save yourself time and money by training your underperformer and coaching them on how to be more engaged.
SalesFuel® Launches SalesFuel COACH – A Disruptive New Coaching Platform That Adapts To The Needs Of Each Individual Sales Rep and Manager
A salesperson’s success in closing deals (“win rates”) is 35% higher when using a formal coaching process, compared to leaving it up to managers to do it on their own, according to 2017 research from CSO Insights. Yet despite the potential millions in revenue gains, a new 2018 study by the Association of Talent Development